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Computer‐based modelling is something with which many retailers are now familiar, especially simulation modelling, financial modelling, and decision support modelling. The writer argues that these models are largely tools to help solve important, clearly‐defined, operational business problems. But, he says, there is a vast range of broad, complex, “fuzzy” problems which are less operational than strategic. These are the problems which can be tackled by the use of strategy support modelling.

Is corporate culture a key to commercial success? The results of a survey, carried out in 1989, in which senior executives of the largest retailers in the UK describe the key characteristics of their corporate cultures, and how their cultures are maintained and evolve, are outlined. They also rank “corporate culture” alongside 14 other key factors which strongly influence corporate strategy or competitive advantage. Three clusters emerge: those who rank people‐related values highly, those who are predominantly market‐led, and those who value “hard” factors such as financial control.

Over recent decades, research institutions have prescribed discrete ethics guidelines for human research with Indigenous people in Australia. Such guidelines respond to concerns about unethical and harmful processes in research, including that they entrench colonial relations and structures. This chapter sets out some of the limitations of these well-intentioned guidelines for the decolonisation of research. Namely, their underlying assumption of Indigenous vulnerability and deficit and, consequently, their function to minimise risk. It argues for a strengths-based approach to researching with and by Indigenous communities that recognises community members’ capacity to know what ethical research looks like and their ability to control research. It suggests that this approach provides genuine outcomes for their communities in ways that meet their communities’ needs. This means that communities must be partners in research who can demand reciprocation for their participation and sharing of their knowledge, time and experiences. This argument is not purely normative but supported by examples of Indigenous research models within our fields of health and criminology that are premised on self-determination.

Psychologists have created highly specific and elaborate models of the creative process and the variables affecting creative performance. Unfortunately, much of this research has tended to take either an overanalytical or an underanalytical approach. By overanalytical we mean that researchers have studied single, isolated stages of group creativity, such as idea generation. By underanalytical we mean that researchers have tended to treat “creative group performance” as a single, unitary construct. However, we argue that it would be better to approach creativity as a multidimensional sequence of behaviors. In support of this argument, we discuss research on individual as well as group creativity showing that, firstly, there are multiple routes toward creative performance (e.g., flexibility and persistence), which may be pursued alone or in combination. It is likely that these different routes are subject to distinct influences. Secondly, we argue and show that different stages of the creative process (problem finding, idea generation, idea selection, idea implementation) are not necessarily affected by the same variables, or in the same way. We highlight some new questions for research, and discuss implications for the management of groups and teams.

THE Manchester School of Librarianship was founded in October 1946, one of the original five schools opened in the autumn of that year. It was attached to the Department of Industrial Administration in the Manchester College of Science and Technology and was thus something of an exception, as the majority of schools of librarianship were attached to Colleges of Commerce or general Colleges of Further Education. As accommodation was very limited in this rapidly expanding college, the then City Librarian of Manchester, Charles Nowell, kindly offered the use of two rooms in the Central Library, so after a brief period in the College building, the students were moved to the Central Library, though the School remained administratively a part of the College. Many former students must have memories of those two curving rooms, the Manchester Room and the Lancashire Room, with their old‐fashioned school desks.

SOLIHULL'S Borough Librarian was the first to respond actively to our February plea for more subscriptions to NLW; he was shortly followed by Mr Sherwood of Hereford; a modest number of other libraries have also added to their existing subscriptions in recent months.

In recent years, guides to hiking trails and wilderness areas have enjoyed an increase in popularity. Here, Douglas J. Ernest and Lewis B. Herman evaluate more than 100 such books.